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Systems Engineering Management
Day 3: SEM and Environmental Engineering
Sarah Bell
Programme
9-1pm SEM Review
Sustainable Systems
The Natural Step
Environmental Management Systems
Life Cycle Assessment
1-2pm BREAK
2-4pm Sustainability Assessment (Giffords)
Learning Outcomes
• Understand value of SEM in achieving sustainable development
• Knowledge of key tools used to incorporate sustainability into large projects and systems– Environmental Management Systems– Life Cycle Assessment– Sustainability assessment
What is a system?
• Properties of a system– Architect– Multiple parts– Interaction between parts– Emergent properties
Systems thinking
• Organisation and connection between components
• Holism and ‘cause and effect thinking’• Hierarchy• Partitioning• Lifecycles• Subjectivity
What is systems engineering?
Systems Engineering is an interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, and then proceeding with design synthesis and system validation while considering the complete problem. Systems Engineering considers both the business and the technical needs of all customers with the goal of providing a quality product that meets the user needs (INCOSE).
Why is Systems Engineering of interest to Environmental Engineers?
• Environmental systems thinking– Holism, hierarchy, partitioning, lifecycles
• Managing environmental projects and systems – Requirements, users, systems architecture etc
• Integrate environment and sustainability into large projects
Key concepts
• V-diagram• Left shift• Requirements capture• Systems integration• Systems design team
Systems Engineering: SPMTE
Processes
Environment
Tools
Methods
Supported by
Defines
Enhances
Enhances
Defines
What
How
What & How
What & How
Stages Defines When
The V diagram
User need
User Requirements
System Requirements
ArchitecturalDesign
Sub-systemDevelopment
Acceptance Tests
SystemTests
Integration Tests
User Satisfaction
Sub-system Tests
Partitioning
Inte
gra
tio
n
Validation
Verification
Verification
Verification
The V diagram
Left shift
Left shift
Effort
Time
Typical
Left Shift
Avoiding unnecessary workAvoiding rework
The cost of problems
Delivery
Requirements and Acceptance
Customers/UsersNeeds
Suppliers Development Strategy
Statement Of
Requirements
Method Of
Acceptance
Customer – Supplier Divide
For every requirement there must be an unambiguous method of acceptance
All derived requirements should be traceable to the customer requirements
Requirements and acceptance methods shouldbe related – changing one forces a change in the other
Requirements and Architectural Design
StakeholderRequirements
SystemRequirements
Architectural Design
Requirements Elaboration
Statement Of
Need
StakeholderRequirements
SystemRequirements
Sub-systemRequirements
UsageModelling
FunctionalModelling
PerformanceModelling
Requirements cannot be elaborated to sub-systemlevel without a concurrent modelling process
Architectural Design
System of Systems Integration
Asset Map
Connectivity overlays
Different overlays provide different capability
Integration of Specialisations
Component
System
Domain
Systems Engineer
Domain Systems Engineers
Domain Engineers
A system engineer does not need to know everything but should know what the limits of his/her knowledge is.
System Design Team
• Platform for SE to organise and lead the technical aspects of the development
• Develops requirements at all levels• System architecture• System design• Fabrication• Test• Installation• Acceptance
The SE should have a major say in the function and make-up of such a group. (Reilly 1993)
Syndicate exercise
• How would you set up a systems design team to deliver an upgrade of the Act On CO2 carbon footprint calculator to incorporate indirect carbon impacts of waste and water?
Syndicate exercise
http://actonco2.direct.gov.uk/index.html
Syndicate exercise
• What is the role of the systems engineer?• What other roles are needed?• How would you ‘left-shift’?• How would you follow the ‘v-diagram’?• How would you capture requirements?
Sustainable Systems Engineering Management
Tools for sustainable systems
• Part of the ‘context’ of a project– Policy drivers
• Requirements capture and testing• One of the specialisations in the System Design
Team
Systems Engineering and Sustainable Development
• Limits– People– Politics– Equity
• Uncertainty and complexity?• Fallacy of control?
SEM and Sustainable Development
• Soft systems• Stakeholders• All systems are soft systems?• Defining system boundaries
– The planet?– Local and global
• Defining goals and objectives
SEM and Sustainable Development
• Bottom up emergence • Top-down architecture design and control• Dynamic systems, dynamic requirements• Responsiveness to environmental and social
change
SEM What is it good for?
• Large projects• Integration of systems and sub-systems• Capturing requirements• Testing requirements
SEM What does it need to work on?
• Stakeholders– Client management– Participation, deliberation
• Modesty?• Dynamic systems, complexity, emergence, bottom
up
Environmental Systems Engineers cf technical experts
• Participatory v contributory knowledge• Integrators• Environment• Technology• People
Integrating sustainability into large projects
• The Natural Step• Environmental Management Systems• Life Cycle Assessment• Sustainability assessment
Basic scientific principles
• Nothing disappears– Conservation of matter– First law of thermodynamics
• Everything spreads– Second law of thermodynamics
• There is value in structure– Economics and ecosystems
• Photosynthesis pays the bills
The funnel
Four System Conditions
In a sustainable society, nature is not subject to systematically increasing:
1. concentrations of substances extracted from the earth’s crust
2. concentrations of substances produced by society
3.degradation by physical means
4.and, in that society, people are no subject to conditions that systematically undermine their capacity to meet their needs
Manfred Max-Neef’s Nine Human Needs
• Subsistence • Protection• Affection• Understanding • Participation
• Leisure• Creation• Identity• Freedom
Backcasting
• Start from vision of sustainable system• Work backwards to develop plans and actions to
achieve change
ABCD Process
Pret a Manger
• ‘Charity run’ food for homeless shelters, diverted four tonnes per week from landfill
• Electric vans, reduce CO2 emssions by 3 tonnes per year
• Changing packaging saved 8 tonnes of waste to landfill per year
• Electricity from 100% renewable sources
ICI Paints and Forum for the Future
• TNS framework to develop user friendly Life Cycle Assessment tool
• Used for senior managers to highlight most harmful points in supply chain, process and product life
• Identify high level strategic priorities for improving sustainability
The Natural Step References
• www.naturalstep.org
• Cook D. (2004) The Natural Step Totnes, Green Books.
Environmental Management Systems
Environmental Management Systems
• Manage environmental issues systematically, efficiently and efficiently
• Part of overall management system• Produce corporate environmental plan which will
lead to improved environmental performance
Drivers for implementing EMS
• Energy efficiency• Waste minimisation• Green image• Competitive advantage• Supply chain pressures• Environmental legislation protectin• Staff morale and corporate social responsibility
EMS – Improving Environmental Performance
• Setting goals and objectives• Identify, obtain and organise resources• Identify and assess options• Assess risks and priorities• Implement selected set of options• Audit performance and provide feedback• Apply environmental management tools
EMS – Factors for Success
• Commitment and senior levels• Integration with business plan• Goals and objectives set at senior levels• Feedback on success with appropriate
adjustments• Continual improvement
Integrated Management System
Environmental Management Programme
• Schedules, resources and responsibilities• Specific actions and priorities• Individual processes, projects, products, services,
sites and facilities• Dynamic and revised regularly
EMS
• Systematic and comprehensive
• Proactive• Corporate level
commitment• Feedback and continual
improvement• Teamwork
EMP
• Relatively independent subsystems
• Applied sciences and engineering
• Focus on error-free operations
• Data on day-to-day operations
Environmental Policy Statement
• High level goals and commitment from senior management
• Protect the environment• Prevent pollution• Continuously monitor and improve performance
Basic Management Model
Planning
• Objectives and targets• Procedures and programmes• Assign responsibility• Needs assessment• Baseline audit
Strategies for implementation
• Incremental• Test unit• System-wide• Build-your-own• Bailout
Feedback
• Auditing, measuring, monitoring• Registration with certifying body
Standardising EMS
• ISO 14000– Followed on from ISO 9000, Total Quality Management
• EMAS – European– Eco-Management and Audit Scheme
ISO 14000
• Series of standards and guidance• 14001 – Environmental Management System
Specification• 14004 – Environmental Management System
Guideline• Auditing, Labelling, Performance Evaluation, Life
Cycle Assessment
ISO 14001
• Not specific environmental performance standards• Framework for holistic, strategic approach• Generic requirements• Assurance to management and employees• External stakeholders• Customers• Regulations
Criticisms of EMS
• Organisations set own objectives and targets– Does not guarantee improved performance
• Audits focus on the EMS, not on environmental performance
• Environment may be forgotten once EMS standard is achieved
Criticisms of EMS
• Do not set limits on environmental performance– Pollution, energy, resource use etc
• Too bureaucratic• Can be used as a smokescreen or for marketing
to clients and stakeholders
EMS References
• Kirkland L., Wolfwillow Environmental and Thompson D. (2002) Environmental Management Systems, chapter 2 in D. Thompson (ed.) Tools for Environmental Management, Gabriola Island, New Society Publishers, 19-42.
• Netherwood A. (1996) Environmental Management Systems, chapter 3 in R. Welford (ed.) Corporate Environmental Management 1 (2nd edition), London, Earthscan, 37-60.
• Tinsley S. and Pillai I. (2006) Environmental Management Systems London, Earthscan.
Life Cycle Assessment
Life Cycle Assessment
• Cradle to Grave, Cradle to Cradle• Map and measure all environmental impacts of a
product • Inform strategies for improving environmental
performance• Decisions about products and services
Syndicate exercise
• Draw the life cycle of a can of Coca-Cola
• Choose either the can or the drink
Life Cycle Assessment
• Objective process• Product, process or activity• Identify and quantify energy and material use, and
releases to the environment• Evaluate and implement opportunities for
improvement• Only environmental impacts
Entire Life Cycle
• Extraction• Processing• Manufacturing• Transport and distribution• Use, Reuse, Recycling• Maintenance• Disposal
Life Cycle Assessment
• Provide complete a picture as possible• Contribute to understanding environmental
consequences of human activities• Provide decision makers with information
Users of LCA
• Product designers• Shareholders, financiers, insurers• Customers• Environmental and consumer groups• Regulators
LCA Methodology(Society for Environmental Toxicity and Chemistry)
• Goal and scope definition• Inventory analysis• Environmental impact assessment• Improvements assessment
• ISO 14040
Goal and scope definition
• Purpose• Assumptions• Functional unit• Boundaries• Data
Inventory analysis
• All activities and processes• Quantitative list of inputs and outputs • Materials and energy
Environmental impact assessment
• Assess potential effect on the environment from the inventory
• Compile and evaluate different impacts• Different assessment methods• Score them according to agreed criteria• Result in single score or index for comparison
Nappies
• Cloth versus disposable nappy debate• DEFRA Report 2008• http://randd.defra.gov.uk/Document.aspx?Docume
nt=WR0705_7589_FRP.pdf
Strengths of LCA
• Complete systems overview• Identifies critical elements• Identifies knowledge gaps• Guidelines for action• Increases awareness• Global view, rather than singles issues• Provides data for environmental decisions and debate
Limitations of LCA
• Static – snapshot in time• Quality depends on data, boundaries,
assumptions etc.• Results may be difficult to evaluate• Limited knowledge of complex processes• Both scientific and subjective criteria• Costs a lot of time and money
Life Cycle Assessment References
• Higgins A. and Thompson D. (2002) Life Cycle Assessment, chapter 18 in D. Thompson (ed.) Tools for Environmental Management, Gabriola Island, New Society Publishers, 293-306.
• Jonson G. (1996) LCA – a tool for measuring environmental performance Leatherhead, Surrey.
• Welford R. (1996) Life Cycle Assessment, chapter 8 in R. Welford (ed.) Corporate Environmental Management 1 (2nd edition), London, Earthscan, 138-147.
